績效指標評估研究應用於提升研發設計品質保證 ; Key Performance Indicator Evaluation for Improving the Design Quality Assurance Process of Research and Development Department

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题名:	績效指標評估研究應用於提升研發設計品質保證;Key Performance Indicator Evaluation for Improving the Design Quality Assurance Process of Research and Development Department
作者:	林淑菁;Shue-Jing Lin
贡献者:	資訊管理學系碩士在職專班
关键词:	專案作業流程;分析層級程序法;研發設計品質保證;績效指標;團隊建立;R&D Quality Assurance;Performance Indicator;Project Workflow;Analytic Hierarchical Process;Team Establishment
日期:	2010-06-30
上传时间:	2010-12-08 14:57:40 (UTC+8)
出版者:	國立中央大學
摘要:	隨著全球化知識經濟時代的前進，面對市場需求快速變化的多元激烈競爭之下，企業為追求永續經營則須持續不斷地促進組織內部成長，並強化產品品質以提升對外競爭力。特別在現今強調團隊綜效的組織運作模式裡，管理者除了必須於每一個工作階段進行適切的審查，更需了解組織的策略目標與價值信念是否確切的傳達至團隊中，才能有助於評量回饋組織成員的投入與產出呈現正向成長。因此，為使產品的研發設計品質能落實於各工作階段及整體流程上以實踐營運策略目標，企業部門可進一步重新檢視其績效衡量指標是否仍有效益，使專案團隊的設計品質工作流程能順利依市場需求與時程規劃進行，並有效管理以達成產品可以在有價值的生命週期中產出。有鑑於此，本個案研究綜觀理論與實務的角度探討可提供研發設計事業單位具有決策參考價值的績效評量改良架構，以強化組織的運作流程。研究過程藉由整合策略目標與階段性任務，透過AHP層級分析法協助建構研發部門可於設計品質保證各階段進行審視之關鍵績效指標模型，輔助組織達成其所設立的營運策略願景。研究結果並由相關研究資料的評估分析中尋找到隱含的重要資訊，說明在政策制定與落實上，仍然存在一定程度的認知與行為衝突，需透過更積極的溝通連結促進組織成員釐清對於組織團隊的策略目標，以持續提升其研發設計之價值鏈。The trend of globalization and the advancement in knowledge economy has urged the market to face rapid changes and fierce competitions. In pursuit of sustainable operation, enterprises have to constantly boost growth within its organization and improve the quality of products in order to increase their competitiveness in the market. In the operation mode of enterprises nowadays which particularly focuses on the overall teamwork efficiency, managers have to assess appropriately every stage of a project as well as reviewing whether the strategic goals, values and beliefs of the enterprise are properly conveyed to the team. Such assessment and review are beneficial to sending feedbacks to the team members and boosting positive growth on the production. Therefore, to realize good product R&D quality in each of the project stages and the entire process to achieve the strategic goals of the enterprise, departments in an enterprise may try to review whether its performance indicator on employees is still referable, allowing the design quality and workflow of the team progress smoothly in accordance with the market demand and project timetable, effectively managing the project and finally producing the product within valuable life cycle. In view of the background illustrated above, this case discusses and provides strategically referable improvement framework for the performance indicator of a R&D department by literature reviews and from the practical perspective, in order to reinforce the operational procedure of its organization. By Analytic Hierarchical Process (AHP), the research integrates the R&D department’s strategic goals and staged missions and assists establish a “Key Performance Indicator” model for it to review each of the DQA (Design Quality Assurance) stages as well as achieving its operational visions set. From analyzing relevant research data, the study found out significant hidden information, that is, there still exists a certain level of conflicts in the recognition and behavior between the formulation and implementation of company policies. Team members shall clearly acknowledge the definition of the strategic goals of the team through more active communications; hence the continuous enhancement in the value chain of their research and design.
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